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True Public Service? Your article “Private Sector — Public Good” reported that Dean David Ellwood has “broadened the definition of public service to include private sector positions that enhance the public good.” The article celebrates the so-called “public service” of KSG graduates working for Monsanto (which is trying to destroy traditional agriculture) and Coca-Cola (which is helping to generate an epidemic of obesity in the United States and elsewhere). Corporations like Monsanto and Coca-Cola exist to maximize profits for shareholders, not to create public benefit. KSG alumni who work for such corporations merely assist in private profit-making. While that may enrich some shareholders, it is incorrect to say that it is enhancing the public good. Real public service involves working for the public good — that is, what is good for us all. It typically involves some sort of personal sacrifice (usually financial sacrifice), which does not occur at corporate compensation levels. Dean Ellwood’s statement is typical of the Kennedy School’s embrace of private sector values. By normalizing the rapacious values of companies such as Monsanto and Coca-Cola, he helps erase the moral distinction between public and private good. If there’s no real distinction, why bother having the Kennedy School at all? Maybe it’s time for Dean Ellwood to give up the KSG ship and merge with the Business School. Gary Ruskin MPP 1992 The dean responds: Thank you for your thoughtful feedback. I welcome the opportunity to respond to the issues your letter raises, since they are at the heart of what we at the Kennedy School grapple with daily. As you know, the modern Kennedy School was founded in large part on a vision that the school could create a profession for government in the same way that business and law schools had done for their profession, and we have indeed trained a great many leaders who occupy some of the highest levels of government around the world.
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Still, the daunting challenges people face in this world require cross-sector solutions — no one sector can deal with these kinds of problems alone. They are societal issues, not just governmental ones. As a result, in recent years we have placed much more emphasis on civil society, nonprofits, and nongovernmental organizations. B ecause we have a vital role to play as well, going forward we need to be even clearer about how we prepare the next generation of leaders to act in the public interest, regardless of the sector in which they are working. The potential for training a diverse cadre of extraordinary leaders, who have the vision, skills, and commitment to finding innovative solutions to our most pressing public problems is both promising and exciting, and we look forward to entering this new era in our mission. Bulletin Takes Silver The Kennedy School of Government Bulletin won silver honors in the Best Overall Magazine category in this year's CASE District I competition. Entries were judged on the quality of both design and editorial content. Based in Washington, DC, the Council for Advancement and Support of Education (CASE) provides support to educational institutions in enhancing the effectiveness of their communications, alumni relations, and fundraising programs. The Bulletin has previously won gold and bronze awards. Erratum Due to an editing error, the last paragraph of Carol Chetkovich’s article, “Emphasizing Service,” in the spring 2005 issue of the Bulletin was omitted. The complete article can be found on the Bulletin Web site at www.ksg.harvard.edu/ksgpress/bulletin/spring2005/exit_poll.htm.
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